Women Doing Leadership

Abstract

This chapter focuses on women’s leadership in HE by drawing on relevant literature and the data analysis from our study, which takes a close look at self-reported leadership activities as well as the leadership they observe in their institutions. For study participants, engagement with leadership and self-perceived leadership skills and levels of activity were consistently high. These women tended to see themselves as relational more than assertive in their leadership, but quite assertive, nevertheless. We also found that up to a third of participants reported having been in a near-impossible leadership situation. Having formal leadership responsibilities was associated with wanting to rise to a very senior position, while seeking leadership opportunities and engaging in informal leadership was linked with wanting to be of service to the organisation, suggesting a significant and partially untapped altruistic motivation for leadership. Women who worked part-time, had significant caring responsibilities, and more generally saw work as not their central life interest were just as keen to engage with leadership as others, even though participants with formal leadership responsibilities tended to report more work interference with home life. Overall, the data highlight that many women are enacting or seeking opportunities to enact leadership in HE.

Appendices

Appendix 2.1: Supplementary information on participants quoted

Quote ID	Role	Age	Ethnicity
2a	Academic	35–39	White other
2b	Professional services	25–29	Asian
2c	Academic	45–49	White Irish
2d	Academic	45–49	White Welsh
2e	Academic	40–44	White British
2f	Academic	55–59	White Scottish
2g	Academic	40–44	White Irish
2h	Academic	40–44	White British
2i	Professional services	35–39	White British
2j	Academic	45–49	White British

1. Note Participants may be quoted more than once.

Appendix 2.2: Leadership scales used in survey

Items in the Relational Leadership scale

I make time to relate to my colleagues

I am able to incorporate others' ideas into my thinking

I try to be a good role model for others to follow

I encourage a team attitude and spirit

I behave in a manner that is thoughtful of other people's needs

I try to involve people in important decisions, even when time is tight

Items in the Assertive Leadership scale

When I have power, I am comfortable using it

I can usually see innovative solutions to problems

I know a lot about how my employing organisation runs

I am good at bringing team members around to my way of thinking without forcing them

I am able to inspire others with my ideas for the future

I challenge others to think about old problems in new ways

I tell others what I think they need to do in order to be rewarded for their efforts